BUAD 304: Organizational

Behavior and Leadership

Syllabus Fall 2014 (A Schedule)

Course Instructors
Lecture Section 14720, 14726, 14735, 14741
Professor Kelly Patterson
Department of MOR
Office: HOH 505
Phone: 213-740-6211
E-mail: klpatter@marshall.usc.edu
Office Hours: By appointment

Lecture Section 14744, 14753

Professor Tom Cummings
Department of MOR
Office: HOH 820
Phone: 213-740-0733
E-mail: tcummings@marshall.usc.edu
Office Hours: By appointment

Discussion Instructors
Professor Christopher Bresnahan
Office: BRI 303G
Phone: 213-740-0175
Email: Buad304@yahoo.com
Office Hours: Wed 12 pm and by appt

Professor Jody Tolan

Office: BRI 303H
Phone: 213-740-4681
Email: tolan@marshall.usc.edu
Office Hours: Thurs 4-5:30 pm and by appt

Course Description
Leadership requires effective management of people and a clear understanding of human
behavior and social processes. Leaders need to have a good understanding both of
themselves and of those whom they will lead. Leaders need to know why people behave
as they do in relation to their job, work group, and organization. This knowledge of
individuals perceptions, attitudes, and behavior enables leaders to choose appropriate
leadership styles and managerial practices to increase organization effectiveness and
positive human outcomes.
The course moves progressively through individual, group, and organizational levels of
behavior drawing on concepts and practices from the field of Organizational Behavior
(OB). It also examines the interrelationship of behavioral phenomena among these levels.
Studying OB provides a basic understanding of your own and others behavior,
particularly in teams. It enhances your ability to communicate and work effectively with
others, core skills of leadership. Our goal is to help you strengthen your people
management skills so you can be a successful leader in any field you choose.

Course Objectives

Developing the behavioral skills you need to be a successful leader of yourself and
others, including working in teams.
Understanding the main ideas relating to organizational behavior and their impact on
creating a high-performing organization.
Understanding what leadership means and what is involved in becoming a successful
leader in todays business organizations.
Appreciating leadership skills as an essential complement to the technical skills you
are learning in other courses.
Learning concepts and approaches that will enable you to analyze organizational
problems and develop appropriate solutions.

Course Learning Outcomes

After taking this class, students should be able to:
Describe and apply motivation theories to team and organizational scenarios in
order achieve a teams or an organizations goals and objectives.
Explain the effect of personality, attitudes, perceptions and attributions on their
own and others behaviors in team and organizational settings.
Explain types of teams and apply team development, team effectiveness, and
group decision-making models and techniques.
Analyze and apply leadership theories and better understand their own leadership
style.
Analyze bases of power and influence tactics and their impact on achieving their
own personal career goals and the organizations objectives.
Identify and apply tactics for resolving conflict and handling interpersonal
communication in work groups.
Describe how organizational cultures are formed and sustained, and the benefits
and liabilities of strong organizational cultures and subcultures.
Describe the determinants and elements of organizational structure and its impact
on an organizations performance.
Explain and apply a variety of organizational change methods to improve
employee, team and organization performance.
Relation to Marshall School Learning Goals
In this course, emphasis will be placed on the USC Marshall School of Business learning
goals as follows:
1. Our graduates will understand types of markets and key business areas and their
interaction to effectively manage different types of enterprises.
Moderate
2. Our graduates will develop a global business perspective. They will understand how
local, regional, and international markets, and economic, social and cultural issues impact
business decisions so as to anticipate new opportunities in any marketplace.
Low
3. Our graduates will demonstrate critical thinking skills so as to become future-oriented
decision makers, problem solvers and innovators.
High
4. Our graduates will develop people and leadership skills to promote their effectiveness as
business managers and leaders.
High

5. Our graduates will demonstrate ethical reasoning skills, understand social, civic, and
professional responsibilities and aspire to add value to society.
Moderate
6. Our graduates will be effective communicators to facilitate information flow in
organizational, social, and intercultural contexts.
Moderate

Course Format
This hybrid or blended learning course is organized into six core concept modules
that combine traditional face-to-face class time with online and out-of-class course work.
Each module has a variety of integrated learning modes that you will engage in such as
pre-class learning activities that include online video lectures, readings and homework
assignments. In-class learning activities take place in bi-weekly interactive lectures and
weekly discussion sessions. One mode is not more important than another. Each builds
on the other to help you understand and apply the concepts of the course. These learning
activities are applied in several team learning experiences.
Pre-Class Learning Activities
The online video lectures and related readings will explain key conceptual
frameworks and concepts of organizational behavior. They include short stories and
videos to illustrate how corporate leaders are implementing the concepts you are learning.
In addition, the role of homework assignments gives you an opportunity to learn and
practice the concepts being taught in class so that you are prepared to fully participate in
the class meetings. It is expected that you will complete these requirements prior to
attending class.
In-Class Learning Activities
The bi-weekly lecture sessions will address the course material in a highly
interactive format including case studies (based on your homework), self-assessment
measures, and question-and-answer periods. It is expected that you will come to your
lecture sessions prepared to discuss the assigned material and to participate fully in these
active learning activities.
The discussion sessions will focus on skill building and experiential exercises to
learn leadership skills. They will integrate skill development with the concepts covered in
the core concept module. It is expected that you will come to your discussion section
meeting prepared to discuss the assigned material and participate fully in these active
learning exercises.
Changing Discussion Sections
Registration is managed online through the My USC portal. If you are registered
for BUAD 304 but interested in another discussion section, monitor registration online
for availability and drop/add online. Remember that each discussion section is attached
to a lecture section. Before changing your discussion section, confirm that both the
lecture & discussion section work with your schedule. If you are concerned about losing
your spot before you can successfully add a different section, make sure you complete the
transaction at the same time (i.e. in the same online session). The system will not drop
you from the class if a new spot is not available. You may consult an advisor in the
Advising Office located in BRI 104 if you need assistance using the online
3

system. Contact your discussion instructor with any other questions about changing
sections.
Course Materials
Course Reader (Required)
This course now uses a required Course Reader which is a compilation of relevant
articles, cases and selected book chapters. You can purchase the Course Reader at the
USC Bookstore. Purchasing these required materials at the USC Bookstore is the easiest
way to make sure you have all the required materials.
Course Reader:

The assigned cases and outside readings for this course are available
from the USC Bookstore.

2 Texts:

Nelson, D. L. & Quick, J. C. (2013) Cengage Larning.

Organizational Behavior: Science, The Real World, and You, 8th
Edition: Chapters 5 (Motivation) & 11 (Power) Custom Reader.
- Available in the USC Bookstore
- eChapters for Ch. 5 (Motivation & 11 (Power) available at
http://www.cengage.com/search/productOverview.do?Ntt=organi
zational+behavior||1254743441793897371592810435161895952
5&N=16&Ntk=APG%7C%7CP_EPI&Ntx=mode%2Bmatchallpa
rtial#TableofContents
Hammond, J. S., Keeney, R. L., & Raiffa, H. (1999). Random House
LLC. Smart choices: a practical guide to making better life decisions.

Project Case:

This separate case will be available for purchase at the USC

Bookstore.

Additional Readings, Resources and Assessments

Videos are available on the USC Marshall Critical Thinking Initiative website to help
you better understand how to do case analysis and use the Marshall USC-CT
framework. http://info.marshall.usc.edu/faculty/critthink/Pages/default.aspx
Any additional readings and/or assessments will be posted on Blackboard.
Readings on Reserve
We have placed several of the readings in the ARES Online Reserve system accessible at
https://reserves.usc.edu. Access to ARES requires your USC Net ID and
password. Your USC NetID, also referred to as your "username", is the first part of your
USC e-mail address; the part before the "@". For example, if your email were
'ttrojan@usc.edu' you would enter 'ttrojan' in the USC NetID box. Your password is the
same as the one you would use to access email using the USC email system. NOTE:
Not all readings are available on ARES, such as cases and articles published by Harvard.

Blackboard
All of the course learning resources will be available through the course web page
on Blackboard. To access Blackboard from your web browser, enter
https://blackboard.usc.edu, and use your USC username and password to log in. There are
several sections of BUAD304 but only those sections you are registered for will appear
on your Blackboard home page. You can use the tabs on the left-hand side to access the
materials and navigate the course web page. This will be explained in more detail in your
first discussion meeting.
For your discussion section web page, select the similar link that contains your
discussion section number. You can use your discussion section web page to
communicate directly with your discussion instructor, your project team members, and
other classmates from your discussion section.
Grading
PARTICIPATION
Participation
HW Peer Evaluations (2)
Project Peer Evaluation
HOMEWORK
Individual Case HW (2)
Team Case HW (4)
Discussion HW (2)
Team Case Analysis Project
EXAMS
Progress Exam
Final Exam
TOTAL

15%
10%
5%
5%
15%
5%
15%
10%
20%
100%

*You must attend the lecture and discussion sections in which you are registered in order
to receive participation and/or homework credit for those sessions.
Participation: This part of your grade will be based on consistent and effective
contributions to class discussions primarily in Discussion. You are expected to attend every
class session having read, thought about, and prepared any assigned material. You should
be prepared to contribute to all class discussions, demonstrating your preparation by asking
questions whenever necessary and by integrating the vocabulary and concepts from the
readings and video lectures, as well as your own experiences, into your comments. The core
component of your participation grade is an active and insightful contribution to the
conversation in the classroom, not just attending the class.
Research Studies Participation: A smaller component of your participation grade
comprises your involvement in research activities. You can choose one of two options
below to fulfill this requirement. Please note that, if you do not complete one of these two
options, you will lose points for this part of your grade.

Option 1:
First, you can participate in research studies. To do this, you will attend sessions outside of
class, conducted by researchers in MOR at Marshall. You will earn credit or 1 credit for
each separate study you complete; most sessions are no more than an hour long. You will
need to obtain 4 credits during the semester in order to fulfill the research requirement. If
you choose this option, please register for an account at http://marshall-mor.sonasystems.com/ (see instructions posted separately to Blackboard) no later than Monday,
September 15, 2014. Those who do not register or reactivate by this date will be required to
complete Option 2 (research papers). After you verify your account, you will need to check
the site regularly to find open studies and sign yourself up for appointments. Studies are
scheduled throughout the semester, on various days and times. Its important that you
complete your credit early; if you wait until the end of the semester, there may not be
enough studies available. You are not guaranteed an available study spot.
To receive full participation points, you must earn your first credit by Friday, October 24,
2014. Your other credits can be earned any time before Friday, December 5, 2014 (the last
day of classes). As a courtesy to the researcher and other students waiting for spots, please
use the online system to cancel your appointment ASAP if you cant make it.
Please note: If you earn your first 3 credits by showing up to ALL of your scheduled sessions,
on time, then you will earn your 4th credit free, as a bonus. That is, the system is earn
three, get one free-- again, provided that you show up to all three early sessions as
scheduled and on time.
Option 2:
Your second way to complete the research requirement is to write 3 short, 3-page research
papers on topics prearranged with your Discussion Instructor. Papers must be turned in no
later than December 5, 2014 to your Discussion Instructor.
Students must be aged 18 or older by Friday, October 17, 2014 in order to choose Option 1;
otherwise, you will need to use Option 2.
IMPORTANT NOTES: (A) If you already have a research study account from a past
BUAD 304 or BUAD 497 course, you will need to email the administrator from the website
in order to request account reactivation. Past credits earned CANNOT be used for current
courses. (B) If you are enrolled for Marketing BUAD 307, please make sure you visit the
Marketing research study website your Marketing Professor has given you. Please see your
Marketing syllabus. Each course has its own unique Sona Systems web address. Credits will
NOT transfer from one class to the other for credit fulfillment, no exceptions.
Case Homework for Lecture Sessions: This portion of your grade will be based
on timely and complete submission of homework. Aligned with the core concept
modules, there are six case analysis assignments that require turning in a case analysis
memo to TurnItIn via Blackboard. This 1-page, single-spaced memo should follow the
guidelines and rubric posted in Blackboard and outlined in the first discussion meeting
(Week One). Each case analysis memo is due on the FIRST Monday of the learning
module as indicated in the Weekly Assignments schedule at the end of this document.
Bring a hard copy of the memo to lecture class that will be collected.
6

The first two case memos are individual assignments to be completed on your
own as you learn how to complete a case analysis using the Marshall USC-CT
Framework. The next four case analysis homework assignments will be completed in
your assigned team using the framework. Each student will turn in their own memo after
working through the case together in the team. These memos will be assessed (graded)
on an individual basis.
Please note: The assignment must be turned in online by the due date AND you
must attend the entire lecture session to get credit for the homework. Having someone
else hand in your homework when you did not attend class constitutes an academic
integrity violation for both parties and will be treated accordingly. Your discussion
section instructor will provide you with additional details about homework expectations.
HW Peer Evaluations: You will complete a self and peer evaluation online after
every two team HW assignment providing feedback on your teammates contributions to
the case analysis process. The criteria for the evaluation will be posted on Blackboard
along with the link to the online form. These results will be assessed (graded) on an
individual basis and will contribute to your overall course grade. They may also be used
for discussions with your teammates to improve your and the teams performance.
Peer evaluation #1 will be submitted online on Friday, October 24.
Peer evaluation #2 will be submitted online on Friday, November 21.
Homework in Discussion Sessions: This portion of your grade will be assessed
on both timely and complete submission of homework. Discussion HW assignments are
posted in Blackboard will be due at the beginning of each session as indicated in the
Weekly Assignments schedule at the end of this document.
Please note: You must attend the entire discussion session to get credit for the
homework. Having someone else hand in your homework when you did not attend class
constitutes an academic integrity violation for both parties and will be treated
accordingly. Your Discussion Instructor will provide you with additional details about
homework expectations.
Team Case Analysis Project & Peer Evaluation: This team project gives you
the opportunity to demonstrate your ability to apply concepts from the course to analyze
real organizational problems and develop appropriate solutions using what you have
learned. Utilizing case studies in this way provides real-world practice without the risk
and the deliberate application of skills and knowledge to determine what, how, when and
why it works in the case scenario. Unlike the lecture case homework assignments, this
case project is designed to take several weeks to do a thorough job. You will not get the
benefit of the assignment (i.e. do a sufficiently comprehensive analysis and evaluation) if
you wait until the last week or two before the due date.
The case will be available at the bookstore by mid-semester. Your grade on the
case analysis is a team grade that will be assigned equally to all members of the team.
Please note: You will complete a self and peer evaluation for this team assignment that
contributes to your overall course grade. Additionally, if you do not participate fully in
team meetings and tasks, you will not receive the team grade but be assigned an
individual grade that is lower than the team grade. Your participation grade will also be
at risk. This may also constitute an academic integrity violation and will be treated
accordingly.
7

The case analysis paper should be 8-10 typed pages, double-spaced using 12-point
font and 1-inch margins. The cases will be graded according to the Case Project Grading
Rubric (on Blackboard) which contains specific instructions about the assignment. This
assignment will be explained further in discussion.
Progress Exam and Final Exam: These exams include short essay questions
based on a case with questions about the material covered in the course. Refer to the
exam study guide which is posted on Blackboard for information on the format of the
questions, topics covered, and a sample question. The progress exam will take place on
the date specified in the course outline (room TBA) during lecture meeting times. Makeup progress exams will not be permitted. The final exam will take place on the date and
time assigned for the lecture session time slot in the University final exam schedule
(room TBA). If you have another final exam scheduled for the same time as the final
exam for this course, you must let your discussion instructor know about the conflict at
least 3 weeks prior to the final exam.
USC Marshall Critical Thinking Initiative:
The USC Marshall Critical Thinking Initiative is a school-wide effort to improve
your critical thinking skills in order to be more successful problem solvers in class and in
the workplace. This means that you will engage in a variety of learning activities in your
courses which are aimed at developing and applying your critical thinking skills in a
disciplined manner so that you can outperform others to get your desired job and to
further excel in your career. Your ability to think critically is an important part of the
evaluation/grading process in this course. The centerpiece of Marshalls critical thinking
knowledge is a website that contains instructional materials and videos. We utilize these
resources to prepare you to do the case analysis assignments as noted in Course
Materials. Website: http://info.marshall.usc.edu/faculty/critthink/Pages/default.aspx
Academic Integrity
USC seeks to maintain an optimal learning environment. General principles of
academic honesty include the concept of respect for the intellectual property of others,
the expectation that individual work will be submitted unless otherwise allowed by an
instructor, and the obligations both to protect ones own academic work from misuse by
others as well as to avoid using anothers work as ones own. All students are expected to
understand and abide by these principles. SCampus, the Student Guidebook,
(www.usc.edu/scampus or http://scampus.usc.edu) contains the University Student
Conduct Code (see University Governance, Section 11.00), while the recommended
sanctions are located in Appendix A.
Should there be any suspicion of academic dishonesty, students will be referred to
the Office of Student Judicial Affairs and Community Standards for further review. The
Review process can be found at: http://www.usc.edu/student-affairs/SJACS/ . Failure to
adhere to the academic conduct standards set forth by these guidelines and our programs
will not be tolerated by the USC Marshall community and can lead to dismissal.
All BUAD 304 students are held to the standards outlined in SCAMPUS. The use
of unauthorized material or technology, communication with fellow students during an
examination, attempting to benefit from the work of another student, and similar behavior
that defeats the intent of an examination or other course work is unacceptable and will be
treated accordingly. Other integrity violations include handing in someone elses
homework assignment for them when they did not attend class, or claiming credit for
8

words or thoughts that are not your own, which includes having your name appear on a
team project/paper when you did not fully participate in completion of the project/paper.
These actions will have significant impact on your final grade, such as receiving a failing
grade for an assignment, a lower participation grade, or failing the course if it is
determined that there was cheating on an exam. Not only is it your responsibility to
abide by these standards, it is also your responsibility to notify the instructor if you
observe any violations of academic integrity in this course.
Students with Disabilities
Any student requesting academic accommodations based on a disability is
required to register with Disability Services and Programs (DSP) each semester. A letter
of verification for approved accommodations can be obtained from DSP. Please be sure
the letter is delivered to your Discussion Instructor as early in the semester as possible.
DSP is located in STU 301 and is open 8:30 a.m.5:00 p.m., Monday through Friday.
The phone number for DSP is (213) 740-0776. For more information visit
www.usc.edu/disability .
Retention of Graded Coursework
Final exams and all other graded work which affected the course grade will be
retained for one year after the end of the course if the graded work has not been returned
to the student (i.e., if we returned a graded paper to you, it is your responsibility to file it,
not ours). We recommend that you keep returned work in a folder or other safe place in
the event you need to reference it.
Statement on Technology Use
Please note that computer laptop or tablet use is not allowed during the discussion
and lecture sessions. It is far more important to participate than to take detailed notes. A
few hand-written notes will suffice. After each discussion and lecture session, you may
want to take some time to reflect on the learning experience and type up whatever notes
seem useful.
All communication devices such as smartphones capable of sending and or
receiving electronic communication and all entertainment devices such as wifi-enabled
devices, tablets or other communication platforms are to be turned off and kept off
throughout the class session. Receiving or sending communication or entertainment
during class is unacceptable and disrupts the learning environment and is rude to those
around you.
Instructors may deny Participation/Contribution points to students misusing
technology during class. We invite you to Be Here, Be Present! to create an engaging
learning community.
Emergency Preparedness/Course Continuity
In case of a declared emergency if travel to campus is not feasible, USC executive
leadership will announce an electronic way for instructors to teach students in their
residence halls or homes using a combination of Blackboard, teleconferencing, and other
technologies.

Final Exam Schedule

(Information about the room location will be provided during the last week of classes):
Tuesday evening lectures take their final on Tuesday, December 16 from 7-9 pm.
Thursday evening lectures take their final on Thursday, December 11 from 7-9 pm.
Friday 8 am lecture takes its final on Wednesday, December 10 from 8-10 am.
Friday 10 am lectures take their final on Monday, December 15 from 8-10 am.

WEEKLY SCHEDULE is in a separate Excel document.

10

11